Socializing Across the Enterprise:
       Our Personal Journey

             Dr. Pehong Chen
        Founder & CEO, BroadV...
Introduction

My name is Pehong Chen, Founder and CEO of BroadVision. I would like to share
with you our Company’s transfo...
ESN, on the other hand, is about enterprises harnessing the same kind of social
fabric, but among its own constituents so ...
network solution, has been gaining tremendous momentum over the past few
months. In fact, since its launch less than six m...
With the emergence of Web 2.0 and ESN, everyone in the enterprise is now able to
establish relationships, build communitie...
•    Enterprization of the consumer. Inevitably, many successful CSM business
          models are finding their ways into...
ESN platform like Clearvale, every one of us as an enterprise-level “consumer” can
now easily assemble, deploy, and utiliz...
Adopting ESN

There have been numerous reports of ESN deployments dying on the vine after a
short time (3-6 months), raisi...
dependency die hard, it is possible to augment how email communication occurs, as
we have observed in our own case, which ...
After that, you should promote full participation—the fifth habit. What we have
found to be most effective is to offer peo...
2. Strategy

Our strategy is very simple. We asked every department in the Company to come
up with a game plan by creating...
3. Expectations

We wanted to start low and aim high. We believe very much in keeping our fingers
on the pulse and underta...
5. Participation

The next key habit is to encourage full and proactive participation from every
member of the organizatio...
that I actually created several communities like this for our various product lines
without any help from IT.




        ...
The Dream Team competition is especially worthy of some attention, as it is an
excellent showcase for team collaboration. ...
causing most people to have a real tough time casting their votes. An “exit poll”
accompanying the ballots shows that ever...
Most youngsters today are obsessed with MMORPG (Massively Multiplayer Online
Role-Playing Games) — the first wave of the c...
Even though BroadVision has been in e-business for a very long time and has a
vested interest in practicing what we preach...
Fig 10. Communities, Content and Activity Analytics




                                 Fig 11. Ongoing Surveys Capture C...
Conclusion

We know it takes two to tango—like the popular TV show “Dancing with the Stars”
where in the case of deploying...
About Dr. Pehong Chen

                            Dr. Pehong Chen is Chairman, President and CEO of
                     ...
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Socializing across the enterprise

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Socializing across the enterprise

  1. 1. Socializing Across the Enterprise: Our Personal Journey Dr. Pehong Chen Founder & CEO, BroadVision December 2009
  2. 2. Introduction My name is Pehong Chen, Founder and CEO of BroadVision. I would like to share with you our Company’s transformational experience in adopting a new business paradigm and e-business platform over the last ten months, called Enterprise Social Networks (ESN). As we continue to drive this initiative forward, we thought that we’d share this status report with you, because we know that many organizations around the world are keenly interested in this topic, and could benefit from the lessons we have learned so far. Consumer Social Media and Enterprise Social Networks First let’s lay some groundwork. Many forms of consumer social media (CSM) have become hugely successful in recent years. However, there are some crucial differences between CSM and ESN (Fig 1). Here is a simple way to analyze and differentiate the two. Fig 1. Different Social Platforms for Different Purposes: Consumer vs. Business CSM is about individuals getting connected for either personal leisure such as entertainment or gaming online, or to maintain personal relationships. These are consumer facing Internet applications, and we are all very familiar with the associated brand names and the services they provide. Enterprises should consider adopting a CSM strategy in order to establish their presence at places such as Facebook or LinkedIn for branding or lead generation purposes. Socializing Across the Enterprise 1 Copyright © 2009 BroadVision, Inc. All rights reserved.
  3. 3. ESN, on the other hand, is about enterprises harnessing the same kind of social fabric, but among its own constituents so as to foster better team collaboration, facilitate more effective knowledge sharing, or to forge vibrant self-service communities among your customers. All these applications can be deployed across an enterprise’s entire intranet, extranet and Internet ecosystem, which is why many experts are now advocating that beyond a CSM strategy, every organization and every company must also establish its own ENS platform so as to attain higher enterprise performance excellence. “ESN is a platform which empowers individuals, teams, and companies to develop work and business relationships.” In other words, if we analyze social networking participants and their relationships, CSM is about individuals maintaining relationships at a personal level, whereas ESN is a platform that empowers individuals, teams, and companies to develop work and business relationships. To summarize, socializing across the enterprise is about an organization (including business, government or NGO, non-profit, school, association, etc.) leveraging the ESN to enable all its constituencies to more effectively connect, communicate, and collaborate with each other. The end goal isn’t fun or entertainment, as CSM typically is, but to excel in teamwork and performance, so as to become a stronger organization. What we have observed so far is that most major corporations have allocated funding for a “digital marketing” strategy to do branding and lead-gen on various CSM sites, but with a lack of understanding, let alone budget, for implementing an ESN strategy and solution. We hope this report will stimulate more awareness about the value ESN can bring to your organization. BroadVision and Clearvale Established in 1993 and IPO in 1996, BroadVision has been an e-business pioneer from the outset and offers four main product lines to address an enterprise’s e- business needs, including the new Clearvale enterprise social network solutions. We maintain a worldwide footprint and ecosystem. Although we are just a medium sized business today with a workforce of approximately 300 people, we operate across more than 20 countries and geographies around the world, serving several thousand enterprise customers and partners. Every month there are more than 50 million unique visitors coming to the e-business web sites powered by BroadVision. We have operated at a very efficient level over the last few years, generating more than 25% average annual profit margin. Clearvale, our newest enterprise social Socializing Across the Enterprise 2 Copyright © 2009 BroadVision, Inc. All rights reserved.
  4. 4. network solution, has been gaining tremendous momentum over the past few months. In fact, since its launch less than six months ago, it has seen remarkable growth, exceeding 3,000 networks already in this period, which is truly exciting. “Every month there are more than 50 million unique visitors coming to the e-business web sites powered by BroadVision. We have operated at a very efficient level over the last few years, generating more than 25% average annual profit margin.” Recapping enterprise e-business’s entire evolutionary path over the past 15 years (Fig. 2), Web 1.0 was essentially about enterprises being able to publish their own message/content and publicize their own brand in a one-to-many fashion. Here, they typically worked under a more structured collaboration paradigm and business processes. It didn’t take long for users to be bogged down by the perils of content explosion, thus ushering in “Web 1.5” as the next generation platform based on personalization with rule-based matching and faster/smarter search services. As a result, a new one-to-one communications paradigm emerged to support a number of semi-structured collaboration and business processes. Fig. 2 The Evolution of Enterprise E-Business Socializing Across the Enterprise 3 Copyright © 2009 BroadVision, Inc. All rights reserved.
  5. 5. With the emergence of Web 2.0 and ESN, everyone in the enterprise is now able to establish relationships, build communities, and socialize with each other under a many-to-many model. Company-generated content now takes a backseat, replaced with user-generated content. Business processes can now be pushed to the “edge,” enabling ad-hoc self-service and unstructured collaboration that can be key catalysts to creative thinking and innovations. The issue here isn’t that the new generation is erasing the last; rather, we are now able to consolidate and integrate these different paradigms together, especially from someone like BroadVision who has been there from the very beginning and every step of the way since. Clearvale’s data model anchors on a triangular structure of workspaces, people, and content, from which a multitude of relationships can be established both within and across these three entities (Fig 3). The primary benefit of this holistic approach is that it crystallizes socializing across the enterprise with a great deal of simplicity and clarity. Fig 3. The Inter-Relationships between Workspace, Content and People Most industry experts now agree that any Enterprise 2.0 solution must employ two key transformations to stay relevant to the next generation of corporate users: • Consumerization of the enterprise. Remake traditionally arcane and complex enterprise systems and processes, transforming them into Web 2.0 tools as straightforward to assemble, deploy, and use as many CSM services that we have all grown to love as a consumer. It also means fully embracing “cloud computing” to empower widespread adoption across your enterprise ecosystem by anyone, from anywhere, at anytime with minimal to zero IT overhead, while preserving tight security and stringent access control that are core to any enterprise applications. Socializing Across the Enterprise 4 Copyright © 2009 BroadVision, Inc. All rights reserved.
  6. 6. • Enterprization of the consumer. Inevitably, many successful CSM business models are finding their ways into the enterprise. For instance, the preponderance of Clearvale’s core services is advertiser-sponsored, hence free of charge for the enterprise. In addition, premium services are offered flexibly on a pay-per-use basis, relieving the enterprise from overpaying upfront licenses it could never consume, which most organizations have had to commit to regularly. These new business models are extremely beneficial to the enterprise, which can now encourage the ESN adoption at a grassroots level based on a bottom-up approach, enabling it to contain business risks and shorten its time to deployment. I have been with the IT industry for 20+ years as both a buyer and a seller, and I’ve always wondered why enterprise-level products and services had to be so expensive to acquire yet so difficult to implement or deploy. By incorporating and harnessing the duality of consumerization (i.e., Solutions 2.0) and enterprization (i.e., Business Models 2.0) as its core value proposition, Clearvale is on a mission to change all that, offering the enterprise compelling business value and unprecedented upside potential. Clearvale also represents a productivity revolution akin to desktop publishing in the 1980s. Prior to the PC, it was extremely expensive and time-consuming to publish a professionally printed document. Personal computers, high-quality/low-cost printers, and desktop publishing tools revolutionized all that. I remember back then when finally I was able to do it all by myself, i.e., the sense of being “in control” of my own destiny, was so liberating and exuberating — it was an incredible feeling. “With the advent of an ESN platform like Clearvale, every one of us as an enterprise- level ‘consumer’ can now easily assemble, deploy, and utilize highly powerful cyber workspaces such as networks, communities, relationships, etc. to boost our job performance and output — with little effort and at very low cost.” A new revolution (Fig 4) is starting to take place in the Web collaboration front, which will continue over the next decade as more and more organizations adopt ESN so as to better communicate and collaborate amongst and with all their constituencies across the entire enterprise ecosystem. Building e-business websites also used to be very expensive and cumbersome endeavors (in fact, orders of magnitude more so than the pre-PC document publishing). With the advent of an Socializing Across the Enterprise 5 Copyright © 2009 BroadVision, Inc. All rights reserved.
  7. 7. ESN platform like Clearvale, every one of us as an enterprise-level “consumer” can now easily assemble, deploy, and utilize highly powerful cyber workspaces such as networks, communities, relationships, etc. to boost our job performance and output — with little effort and at very low cost. Our experience so far has confirmed that it is truly quite a revelation, revolution, and indeed transformation for our company and all our people. Fig 4. Enterprise Cultural Transformation: from Need to Know to Need to Share At the end of the day, ESN is about a culture change and paradigm shift. Adopting it turned out to be a lot harder than we first thought, even for a company like BroadVision who has been pioneering e-business since the dawn of the worldwide web. Consistent with reports from other ESN early adopters, we have found it to be a race of jumping through hurdles after hurdles. The good news is that having been on this journey for the past ten months, we have been able to identify seven important habits that are crucial to overcoming these hurdles in order to make the ESN adoption successful. Here, we would like to share that learning experience with you. Socializing Across the Enterprise 6 Copyright © 2009 BroadVision, Inc. All rights reserved.
  8. 8. Adopting ESN There have been numerous reports of ESN deployments dying on the vine after a short time (3-6 months), raising the question as to why is this so difficult? Experience suggests that this is because ESN adoption involves lots of crucial changes in our work habits, both individually and as an organization, which are always very challenging. For example, at BroadVision we found the following changes became apparent. First, roles change. In the classic Web 1.0 days, we had IT building the web site, marketing publishing content, and the remaining 99% of the Company acting as end users. In an ESN social networking world, we are encouraging everyone to take on a combined role of being a site builder, content publisher and end user, which of course is quite challenging. Then there is the enterprise mindset of worrying about abusive or offensive content, or other security issues, now that all of this is serviced over the cloud. While these concerns are often groundless, there is still the need for some form of governance or oversight to ensure individuals or teams do not pick up anti-social tendencies. Finally, there is the issue of transitioning an organization’s management culture from a “need to know” to a “need to share” basis. After three decades of PC proliferation, email has become the predominant communication and collaboration platform for essentially every enterprise in the world. It also mirrors the traditionally hierarchical management paradigm, reflecting a need-to-know, one-to- many, store-and-forward communications model. As we have all experienced, such a model typically winds up being a series of disparate threads and silos — so much so that very quickly any sense of history or wider context of knowledge becomes almost impossible to ascertain. “With ESN and cloud computing, we can begin to shift to a more robust need-to-share, many- to-many, push-and-pull paradigm . . . .” With ESN and cloud computing, we can begin to shift to a more robust need-to- share, many-to-many, push-and-pull paradigm as the default mode of communication. With an ESN solution like Clearvale, this can be easily accomplished by utilizing its consolidated interaction and collaboration spaces across various user-defined relationships and communities. While we recognize that effecting such a cultural change is easier said than done as all old habits like email Socializing Across the Enterprise 7 Copyright © 2009 BroadVision, Inc. All rights reserved.
  9. 9. dependency die hard, it is possible to augment how email communication occurs, as we have observed in our own case, which we will discuss in more detail later. Seven Habits for Successful ESN Adoption Over at BroadVision, ten months into Clearvale, we have developed seven key habits that we think can be put in practice to resolve and overcome the ESN adoption hurdles. So let’s look at this list (Fig 5). Fig 5. Seven Habits for Successful Business Social Networking First is a mandate. Whether as a CEO or a team leader at the grassroots level, if you’re convinced that an ESN such as Clearvale can help, you should make your determination and commitment very clear. Then you need a clear attainable strategy with well-defined goals. Third, you must set expectations - starting low but keeping your finger on the pulse all the time through self-assessment, surveys and polls. Next is contribution. Perhaps most importantly, you want to enlist your opinion leaders and key knowledge managers to become anchor tenants within your network, also establishing some communities ahead of time with well populated content, and then in the first several months you want to run this on an editorial calendar basis, so that you have enough fresh and rich content to draw people back. Socializing Across the Enterprise 8 Copyright © 2009 BroadVision, Inc. All rights reserved.
  10. 10. After that, you should promote full participation—the fifth habit. What we have found to be most effective is to offer people the ability to track what they are doing with activity and participation for people to use this in as a creative a way as possible. One of the most effective ways we have found is through a sixth habit, competition. By nature, professionals and the teams they form are competitive, so to allow them to be able to accrue activity points through some reward systems is very effective. Last, but not least, if you just keep at it, and learn from your own mistakes, eventually you will persevere. Let’s now consider these points in more detail. 1. Mandate BroadVision is in an industry (enterprise software) going through huge changes— transformation, consolidation, new paradigms, and fresh competition—so we need to change no matter what in order to cope. This means having to be able to do more with less through a much more distributed global footprint, so as to serve our customers everywhere at a much more affordable cost. Specifically, due to China’s incredible growth potential, we have expanded our presence there significantly in recent years, which now includes nearly half of our workforce, with the rest spreading across 20+ major countries and regions across the globe. In the meantime, Clearvale is gaining huge momentum, and we have to practice our own religion to stay ahead of the curve. So our management team got together at the beginning of this year and reached a consensus that we need to embrace and deploy Clearvale within the Company to anyone, anytime, anywhere. We went live in March 2009, and everyone including I, as the CEO, has been active on it everyday since. In terms of implementing the mandate, we recommend that there be a “Chief Clearvale Officer,” or CCO, who acts as both the editor-in-chief and main strategy enforcer for each network. The person needs to be a senior executive, respected in the organization, and offer incentives to drive this forward persistently. In fact, sometimes it can require several co-CCO’s to handle the workload and to complement each other’s skills and time commitments, especially when dealing with a very large organization and network. In our case, I personally acted as a CCO, working closely with our HR director and several other executives as co- CCO’s, which has worked out very well. What happens if your ESN is initiated at a grassroots level where there is no corporate or senior management mandate? Do not despair. Create your own mini- mandate within your small workgroup; develop your own use cases and success stories first, then virally invite other groups to join your network. When the CEO or senior management eventually catches on, you will be a big hero. Socializing Across the Enterprise 9 Copyright © 2009 BroadVision, Inc. All rights reserved.
  11. 11. 2. Strategy Our strategy is very simple. We asked every department in the Company to come up with a game plan by creating use cases across our entire ecosystem of intranet, extranet, and Internet. Sales and HR came up with their own use cases for an intranet type of deployment; R&D and F&A came up with extranet use cases involving our development out-sourcing partners, auditors, and outside counsels; our Support and Marketing organizations came up with extranet and Internet use cases for customers and outbound prospecting, respectively. As a result, we created four major Enterprise 2.0 networks within Clearvale: our new 2.0 intranet; a new 2.0 partner extranet; and then two other networks for our Clearvale customers and for our Marketing efforts (Fig 6). We then looked at the capabilities within Clearvale of various workspaces, as well as the types of collaboration supported by all the available tools and widgets, from which we identified clearly what might be needed for each use case scenario. For example, different network scenarios require different ESN configurations and functionality – e.g. sales ‘war rooms’; ‘cyber water cooler’ for HR and company culture building; an Ideas Lab for idea creation and innovative thinking; and in F&A – a Global Governance network. This results in very tailored community- centric micro- websites—each meeting the needs of the community—while being quickly configured through one platform (Clearvale) by end-users themselves on the fly and without bothering IT at all. Fig 6. Examples of Enterprise 2.0 Business Use Cases Implemented in Clearvale Socializing Across the Enterprise 10 Copyright © 2009 BroadVision, Inc. All rights reserved.
  12. 12. 3. Expectations We wanted to start low and aim high. We believe very much in keeping our fingers on the pulse and undertake full participatory surveys once a month with questions in three areas: participation, competence and confidence. If we can achieve 80% positive feedback within 6 months we will be very happy. We started the surveys in July and we’re very satisfied with the results so far, which we discuss in more detail below. This is all done in a Clearvale community called user surveys, which forms an integral part of the BroadVision Connect (intranet 2.0) network. 4. Contribution With regard to contribution, we have built very compelling content from the network home page, through communities, all the way deep down into individual and all types of content pages (Fig 7). The main draws have been featured blogs contributed by “knowledge managers” from across the globe and regional event photo galleries. We also showcase most active members and communities, opinion polls, management-by-objectives (MBO) plans, news and essentials, e-learning videos, tweeting, etc. All these widgets, plus many more, can be changed dynamically and as frequently as necessary. We also figured out, although not initially, the value of setting up anchor community categories top-down, ending up with four at the top level—corporate, departmental, regional, and social—so as to avoid our rapidly growing communities becoming too difficult to track. Finally, running this like clockwork on a calendar basis also is very critical for keeping the content fresh. Fig 7. Socializing Across the Enterprise: Examples of Contributed Content Socializing Across the Enterprise 11 Copyright © 2009 BroadVision, Inc. All rights reserved.
  13. 13. 5. Participation The next key habit is to encourage full and proactive participation from every member of the organization within your ESN. Of course we cannot expect people to do things if they do not understand what is in it for them. Here, we took a three- pronged approach at BroadVision: the “carrot,” the “stick,” and the “donut”. In the “carrot,” we want people to understand and accept that ultimately this is about gaining productivity, improving performance, and receiving very tangible rewards. As a result, they can work faster due to better productivity, smarter because of higher performance, and happier for getting tangible rewards. The “stick” is really just a gentle nudge. In order to be able to participate in their MBOs so as to receive bonuses, they have to come to Clearvale to utilize a tool called TeamWork for aligning and tracking their goals, tasks, and activates. In addition, all our pertinent documents are stored using another tool called DocuVault, providing easy document sharing and versioning over the cloud. We also encourage a new way of using email called content-free email—essentially using it as a notification tool, pointing people back to the consolidated knowledge base on Clearvale. “The upshot of all this is that all members know where they stand with respect to participation, thereby encouraging improvement at both individual and team levels.” Finally in terms of the “donut,” we provide KPI and KUI, for key participation index and key utilization index, respectively, to help people understand where they are in terms of relationships, memberships, and authorships that they are maintaining, as well as their visits, page views, most frequently searched keywords, and other crucial statistics from a business intelligence standpoint. The upshot of all this is that all members know where they stand with respect to participation, thereby encouraging improvement at both individual and team levels. As a more specific example, the global “war room” is one of the popular use cases in our BroadVision Connect intranet network (Fig. 8) – where we plan our go-to market strategy and track our MBOs, with every member of the management team and their team members all participating in this community, and manage all our documents in a centralized vault. Managers post all their required learning and additional training materials here; members do real time planning and brainstorming through message boards, twittering, chatting, etc. and coordinate and schedule meetings and events all together within the war room. The key here is Socializing Across the Enterprise 12 Copyright © 2009 BroadVision, Inc. All rights reserved.
  14. 14. that I actually created several communities like this for our various product lines without any help from IT. Fig 8. Global ‘War Room’ for Managing Sales as part of Enterprise 2.0 Drilling down even further, we find that by using TeamWork to track MBOs, a manager can layout the entire plan for the period and be able to delegate subgoals and tasks to team members. Everyone can keep track of their progress on a weekly basis and use dashboards to compare and evaluate status against the plan, and finally be able to assign bonuses accordingly on a timely and accurate basis. 6. Competition To make all of this competitive and fun, we leverage a capability in Clearvale called Clearvale Activity Points (CAPs), which corresponds largely to everyone’s KPI. Members can find out what their CAPs are for the week, month, or on a lifetime basis from their profile page. They can also see how they are stacking up against other members within their community or network. On top of that, over the last few months we have created some highly competitive and fun awards called the Clearvale ESN Achievement (CESNA) Awards with two main categories. The MVP category is given to the most active individuals with the highest lifetime CAPs. The Dream Team category is given to teams that can come up with the most innovative use cases for Clearvale. Socializing Across the Enterprise 13 Copyright © 2009 BroadVision, Inc. All rights reserved.
  15. 15. The Dream Team competition is especially worthy of some attention, as it is an excellent showcase for team collaboration. Excluding eStaff members (my direct reports) who form the “judging panel,” our global workforce is divided into 20+ teams of ten members each across departmental and geographical boundaries, as well as administrative and management hierarchies for this competition. The mission is to come up with best vertical industry use cases for Clearvale. Our goals, which are much broader than just winning these awards per se, include the following: 1. “Learning-by-doing” employee training; 2. Facilitate team-building/teamwork; nurture future leaders; 3. Build camaraderie across departments/geographies; 4. Foster innovative thinking; 5. Enrich ESN knowledge amongst all employees; 6. Promote Clearvale application/utilization; 7. Add new vertical use cases into sales arsenal; 8. Reward both individual and team achievements. All teams are self-governed, electing their own team leads and selecting their own vertical industry focus. Each team then must research and identify key pain points in that industry, come up with a solution, and implement it via one or more Clearvale networks. The whole project is to be completed within two months during which everyone is to work on it as a “side job.” They are given best practice guidelines, tutorials, and a standard template with which to construct and present their business use cases. All this information, plus other pertinent resources for the competition, resides in our main intranet BVSNC’s CESNA Resource Center community, which also serves as a clearinghouse and self-service helpdesk for everyone. The teams are required to set up their respective private communities in BVSNC to conduct their project planning, collaboration, and tracking. In the final showdown, all teams must present their use cases and demos as recorded videos that are linked to a “ballot widget” within the Resource Center, so as to be reviewed and voted on conveniently by the judging panel as well as all employees worldwide. The final rankings are determined by 50% judging panel votes; 30% popular votes; 20% team composite CAPs. Prizes: each member of the top three teams receives a cash reward of USD $2,000, $1,000, and $500, respectively. “The CESNA Awards competition turned out to be a resounding success.” The CESNA Awards competition turned out to be a resounding success. Only one team had to withdraw at the last moment due to poor coordination; all other teams completed their projects on time and everyone did a fantastic job (Fig 9). Across the board, we got convincing business use cases and impressive presentations, Socializing Across the Enterprise 14 Copyright © 2009 BroadVision, Inc. All rights reserved.
  16. 16. causing most people to have a real tough time casting their votes. An “exit poll” accompanying the ballots shows that everyone enjoyed the experience and agreed that we’ve attained most of the 8 CESNA goals, with (1), (7), and (4) being perceived as the top three achievements. “In one fell swoop, we are able to train all our employees on a brand new product by just turning them loose on it . . . .” So why is this such a big deal? Well, I must admit that in my two decades of business career as a CEO, this is the first time I am able to witness how a simple concept like CESNA can energize an entire company—I am totally blown away. In one fell swoop, we are able to train all our employees on a brand new product by just turning them loose on it, add valuable assets in vertical business use cases to our sales arsenal, and get everyone’s creative juices flowing with a lot of innovative ideas—just to name the top three accomplishments. In doing so, it also turned a number of skeptics into staunch believers and supporters. Many, especially those working at isolated home offices or in far-flung remote locations, also feel that they’ve never been so close to the company and to their colleagues elsewhere, or to be able to so directly influence and contribute to the company’s product direction. Of course, logistically, we would not have been able to pull this off so easily without our Clearvale ESN platform serving as the command and control centre for all the critical coordination, communication, and collaboration behind this global competition. It is truly amazing! Fig 9. One of the CESNA Award Finalists - Business Social Travel Network Use Case Socializing Across the Enterprise 15 Copyright © 2009 BroadVision, Inc. All rights reserved.
  17. 17. Most youngsters today are obsessed with MMORPG (Massively Multiplayer Online Role-Playing Games) — the first wave of the consumer social phenomenon. I remember in their high school days, my son and his friends would synchronize their alarm clocks to wake up in the middle of the night to play MMORPG for a couple of hours before returning to bed (to avoid getting caught by parents who said that they’re wasting too much time on games). Funny thing is the exact same behavior has been reincarnated as a second wave at social sites like KaiXinWang (开心网), the leading CSM destination in China—only this time the players jumping out of bed in the middle of the night are the parents, grownups worrying about their vegetable gardens getting raided by neighbors or vice versa. Go figure! My point is this: if the combination of games with socialization and competition with your friends and colleagues can become such a compelling and powerful driver for working professionals to be willing to give up precious sleep, why not channel all that positive energy into something that can generate very tangible benefits for everyone, both individually and as an organization. And that was the primary motivation behind our design for CESNA—at least as our first experiment. With one success under our belt, we’ve got lots of new ideas on how to improve our “enterprise game theory,” including leveraging more of our CAPs as a stimulus, or “virtual currency,” as is common to all MMORPG, to be applied to very meaningful productivity and performance related work scenarios. We will have more to share with you about this in the future. So here is the bottom line: we believe competition in the form of gaming, call it EMORPG (for “enterprise MORPG”), is a key ingredient to stimulate participation and, ultimately, your successful ESN adoption. Yet, when formulated correctly, it may yield even greater collateral benefits that could really surprise you. We highly recommend incorporating this “habit” into your Enterprise 2.0 transformation playbook. 7. Perseverance Like all things involving cultural change or paradigm shift, ESN adoption is one about which some old clichés never get tired: • If at first you don’t succeed, try, try, and try again; • The glass is always half-full, not half-empty; • The first ninety miles constitute only half of a hundred-mile journey. If you have implemented the first six habits, the most important thing left is to keep at it until you succeed. But this is non-trivial, because it is all too easy to give up, as the doubters, cynics, skeptics, and the likes can bury your ESN alive. Moreover, a hollow site without interesting user-created content would undermine participation, self-destructing and degenerating the ESN into a downward spiral. Socializing Across the Enterprise 16 Copyright © 2009 BroadVision, Inc. All rights reserved.
  18. 18. Even though BroadVision has been in e-business for a very long time and has a vested interest in practicing what we preach in terms of ESN, it hasn’t been smooth sailing for us at all. Initially it was very much touch and go, until we learned from our own experience and synthesized these seven key habits. It is crucial that our entire management team believes in what we’re doing, in those “clichés,” be able to “hang tight,” and never give up. About halfway into this ten-month journey, things began to turn around as more and more colleagues turned into “converts”. Indeed, in recent months, everything seems to start trending in the right direction, including member participation, content creation, community activities, etc.— leading us to be very optimistic that we will soon be “crossing the chasm,” if not already there. Ample evidence that our ESN adoption is succeeding can be found in every corner of BVSNC, our Clearvale-based “Intranet 2.0.” To quote a couple of unsolicited testimonials from employee blogs: “…My personal perception is that communication has improved and that we are all closer... I don't know whether it's a personal thing or if it's the power of ESN, but I certainly feel more involved in what's going on and more informed …” GJ, Field Marketing, EMEA “… I think this kind of information will boost people’s morale in working on the product. I am beginning to truly believe in the value of openness that ESN can bring to a company...” PH, Engineering, HQ We are now convinced that our ESN culture is here to stay, anchoring a key pillar for the new BroadVision 2.0. Finally, let’s let the numbers do the talking. Here is a small sample from our KPI/KUI statistics and monthly user survey results that you might find interesting: • With an enterprise ecosystem of approximately 300 people in our extended workforce, serving several thousand customers and partners, our colleagues have now voluntarily created over 250 communities inside our main BVSNC intranet network (Fig 10). • Over 85% of these communities are work related, 15% on a hobby or leisure basis — a fairly healthy balance. • Our surveys confirm the 80/20 rule, reflecting our goal that at least 80% of our people wind up expressing a positive attitude with a fairly satisfied experience about all things related to Clearvale ESN (Fig 11). Indeed, over the last few surveys we have seen this heading the right way—whether in participation, competence, or confidence. Socializing Across the Enterprise 17 Copyright © 2009 BroadVision, Inc. All rights reserved.
  19. 19. Fig 10. Communities, Content and Activity Analytics Fig 11. Ongoing Surveys Capture Community Feedback Socializing Across the Enterprise 18 Copyright © 2009 BroadVision, Inc. All rights reserved.
  20. 20. Conclusion We know it takes two to tango—like the popular TV show “Dancing with the Stars” where in the case of deploying ESN the “stars” might be the organization or management, and all our constituencies the “pros”—or perhaps it is really the other way around. Regardless who the stars or pros might be, it takes the entire enterprise to socialize, and in my opinion with a successful ESN deployment, the real winner is the enterprise itself, in which every constituency across the ecosystem will thrive and prosper. Clearvale’s consumerization strategy has empowered enterprise end-users with the ability and freedom to deploy ESN anywhere by anyone at anytime, with minimal to zero IT overhead. The reverse is also true with our enterprization of the consumer strategy—offering Clearvale essentially for free as a simple, affordable, and very flexible business model. In short, it is now much less of a technical or cost issue and all about culture and tradition. Changing one’s habits is extremely hard. Therefore, adopting these seven new habits is absolutely crucial in making one’s ESN successful. From CEO and senior management all the way to the frontline workforce fighting in the trenches, the key is for everyone to understand that although the journey of transforming to Enterprise 2.0 can be challenging, it can be great fun and rewarding too when executed well. As our own experience has indicated, once you succeed in socializing across the enterprise, you will find that thousands of flowers will bloom, and the resulting stronger organization and more productive and innovative workforce can achieve goals far beyond anyone’s expectations. Socializing Across the Enterprise 19 Copyright © 2009 BroadVision, Inc. All rights reserved.
  21. 21. About Dr. Pehong Chen Dr. Pehong Chen is Chairman, President and CEO of BroadVision, Inc. (NASDAQ: BVSN), which he founded in May 1993. Headquartered in Redwood City, California, with offices and operations in more than 20 other cities around the world, BroadVision is an innovative provider of online commerce and business social networking solutions. For 16 years, BroadVision has helped thousands of organizations around the globe to enable mission-critical web initiatives and to grow profitably by improving online business processes through invited participation and social interaction. Prior to starting BroadVision, he was Vice President of multimedia technology at Sybase, responsible for the company’s interactive initiatives. He founded and was President of Gain Technology, a leading supplier of multimedia software tools. There, he pioneered multimedia as an enabling technology for a new generation of business applications that engage end users and consumers in a process of interaction and information exchange. Sybase, a leading supplier of database software, acquired Gain in 1992 for over $100 million. Dubbed “Master of the Universe” by BusinessWeek as one of the 25 most influential people in e-business, Dr. Chen is an active participant of the Silicon Valley success story. Having personally started and run two successful startup software companies in the past 19 years, Dr. Chen has also been active in helping others do the same. In 1993, he provided startup funding for Siebel Systems, a worldwide leader in sales force automation software (acquired by Oracle). In addition to BroadVision, Dr. Chen also serves as an independent director on the boards of Sina (NASDAQ: SINA), the #1 Internet portal in China, and UFIDA (SSE: 600588), the largest enterprise software company in China. Dr. Chen is currently a Vice Chairman of the Committee of 100, a non-profit organization dedicated to improving mutual understanding between the United States and China through more dialogue and cooperation. He is also an adviser to the College of Engineering, University of California at Berkeley. Dr. Chen received his PhD from Berkeley, MS from Indiana University, and BS from National Taiwan University, all in computer science. He is also a graduate of Stanford University’s executive program in business and management. Socializing Across the Enterprise Copyright © 2009 BroadVision, Inc. All rights reserved.

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